A PROJECT REPORT ON

SKILL ENHANCER

SUBMITTED IN PARTIAL FULFILLMENT OF

BACHELORS DEGREE IN BUSINESS ADMINISTRATION
(Industry Integrated – V Semester)

BY
YENUGANTI SAI PRANAY GOUD
(Reg.No. – 16P25A0416 )

SUN INTERNATIONAL INSTITUTE OF TOURISM AND MANAGEMENT

(AFFILIATED TO BHARATHIAR UNIVERSITY)
HYDERABAD, 500048.
 CERTIFICATE

This is to certify that Mr/Ms.YENUGANTI SAI PRANAY GOUD.

Reg. No.(16P25A0416) carried out the project titled “BRANDING AND SALES” under
my guidance which is in the partial fulfilment of the award of Bachelors Degree in
Business Administration by Bharthiar University.

The project work has to the best of my knowledge and belief, been carried out originally
adhering to the norms and conditions prescribed by Bharthiar University.

I wish him/her all the success in his/her future and his/her bright career.

HEAD OF THE DEPARTMENT

Ms.ARSHIYA JABEEN
Sun International Institute Of Tourism & Management
Hyderabad-48
 STUDENT DECLARATION

I, “YENUGANTI SAI PRANAY GOUD”, student of Sun International Institute of

Tourism and Management, affiliated to BHARTHIAR University, pursuing Bachelors
In Business Administration course, hereby declare that the project titled“BRANDING
AND SALES” is an original work carried out by me availing the guidance of Ms.
ARSHIYA JABEEN (HOD-BBA), Sun-Hyd.

No portion of the project work is copied down from any similar works nor bears
resemblance with any report submitted to BHARTHIAR University for the award of
any degree or diploma.

Place: Student name: SAI PRANAY

Date: Reg. No.:16P25A0416

 ACKNOWLEDGEMENT

I extend my profound gratitude to my project guide Ms. ARSHIYA JABEEN (HOD-

BBA),SIITAM, for rendering the valuable suggestions and able guidance without which
the study would not have been a successful one.

I would like to express my deep gratitude to our Director, Mrs. Vani. M,

for giving permission to do the project.

I would like to thank all the faculty members of Sun Institute of

Technology and Management for encouraging me throughout my
endeavors.

I would like to thank all those who supported me directly and indirectly in
accomplishing this project successfully.

STUDENT NAME
SAI PRANAY GOUD
TABLE OF CONTENTS

INTRODUCTION

COMPANY PROFILE

ORGANISATIONAL CHART

STATISTICS

BENEFITS OF THE TRAINING

CONCLUSION
 INTRODUCTION
THE CHENNAI SLIKS(TCS)

The Chennai Silks is chain of retail textile shops in Tamil Nadu and Hyderabad.

History
Its founder Mr. Kulandhaivel Mudhaliyar entered the business in 1962. However its first
textile shop was started in tirupur in 1991 as 'Kumaran silks' with his hard work, later
renamed as 'The Chennai Silks' in 2001. They also export clothes for chain stores in USA and
Europe including Decathlon, Carrefour, TESCO and Hanes.

Showrooms
The group also owns Sree Kumaran Thangamaligai, a retail jewellery shop across the
state.[5] The Chennai Silks has its branches in Tirupur, Coimbatore (3
Stores), Erode, Chennai, Velachery, Tiruchirappalli, Madurai, Karur, Kochi, Tirunelveli, Vell
ore, Salem, Hosur, Viluppuram, Kovilpatti, Kumbakonam, Thoothukudi, Tiruvallur, Chittor,
Dindigul, Thanjavur, Hyderabad, and Chrompet.
Business in Showroom
When comparing to most other retail stores, The Chennai Silks have a different billing
system, that is after the selection of the product the salesperson pick up the products and give
the printed bill while you shop other products and you can receive all the products in the
parking after making the payment hence making the customers ease of purchase and manage
the crowd effectively.

Founder

At The Chennai Silks., we uphold the visionary values of our founder Shri.A.Kulandaivel
Mudaliar. Though he started with modest beginnings, he envisioned a grand future, one that
would transcend time for generations to come. It was his vision that revolutionised a humble
weaving unit into what is today, a conglomerate with diverse business interests. His
extraordinary spirit continues to inspire us to scale new heights of success in all our
endeavours....

Heritage
Nearly five decades have been witness to our transition from modest khadi stores to the
largest textile kingdom in Tamilnadu. We strongly belive that it is our time tested heritage
that has made us what we are today. Our rich legacy has not just taught us the finer points of
business, but also helped us see beyond business. It was one man's penchant and passion for
the art of weaving that initiated the group in 1962. Today, as we look back at a glorious past
look forward to a fine future, we shall ensure that we continue to stand the test of time for
generations to come.....

Vision&values
At TCS, it is our unique value system that has made us what we are today. An ethical
approach to business ensures integrity in all our dealings, making us synonymous with
reliability and trustworthiness. Our core focus has always been to make sure that each person
connected with us- our vendor, employee of customer – finds our association fulfilling as
well as fruitfull. As we change with the times, we will ensure that our values stay constant,
because more than anything else, we will remain a group that values its values... to come....

Thechennaisliks
The largest textile kingdom in Tamilnadu, The Chennai Silks (TCS) has proven to be a
shopper's delight for generations of families. It has a widespread reach with sprawling
showrooms in Chennai, Coimbatore, Tirupur, Erode, Trichy, Karur, Ernakulam, Tirunelveli,
Vellore, Salem, Villupuram, Hosur, Madurai and Chittoor. Our Airport showrooms at
Coimbatore Airport, Madurai Airport, Hyderabad Airport, Mumbai Airport, Chennai
Airport and Trichy Airport. The Chennai Silks continues its endeavours to reach out to
customers, beyond barries and beyond boundaries....
TCS has always been known to extend an exclusive and exquisite collection that keeps pace
with the discerning customer's taste. It has the most exhautive collection of clothing for men,
women and children, under on roof. These include Wedding Silks, Designer Sarees, Cotton &
Silk Sarees, Chudidars, Dress Materials, Traditional & Western Wear, Suitings & Shirtings,
Formal & Casual Wear, Dhoties, Sherwanis & Children's Wear. With clothes for every
season and every occasion, TCS has indeed become the favourite family shop.

The advanced supply chain Management makes automatic updation of stock, and therefore
greater precision in inventory control. With on-time supply, TCS enjoys a smooth rapport
with its vendors, a relationship that has always been governed by ethical business practices &
hassle-free online payments.

Testifying to authentic products of TCS, are the Silk Mark and Handloom Mark. In
compliance with International Quality Management Systems, the Chennai & Coimbatore
stores are certified with ISO 9001:2000

Aboutthechennaisilks.com
thechennaisilks.com is e-commerce arm of the The Chennai Silks. We delivers across more
than 200 countries. thechennaisilks.com is able to offer a wide range of genuine products at
very reasonable prices, confidence of buying from a trusted source and the convenience of
returing in our Showrooms.

Sreekumaranthangamaligai
The first BIS-certified jewellers in Tamilnadu, Sree kumaran Thangamaligai (SKTM) is
among the most trusted in India for the purity and authenticity of its offering. The SKTM
showrooms are located in Tirupur, Coimbatore, Erode, Trichy , Karur , Tirunelveli and
Chennai. They are renowned for designing customised jewellery for special occasions and
also remodeling old ornaments into newer 916 quality designs with value additions. The
unparalleled quantity and purity of the products has been their greatest strength and continues
to sustain customer confidence. With an extensive collection in gold, platinum, diamonds,
silver and precious stones, the stores have become the preferred choice for jewellery lovers.

Over the years, SKTM has been known for their skilled craftmanship, lowest making charges
as well as fixed prices, have been installed at the showrooms to check ornaments for 22 carat
gold quality. The products are manufactured at their own manufacturing unit KTM Jewellery
Limited.

The wide range of Jewellery includes exquisite Necklace, Harams, Bangles, Rings, Pendants,
Chains, Studs & Bracelets. Designs that reflect our cultural traditions, along with modern
designs, are offered. Through its website www.sktm.in customers around the world can enjoy
the benefits of online shopping. With a combination of classical and contemporary designs,
SKTM & TCS Jewellery Mahal continue to radiate the smiles, and lives, of its customers.....

SCMGarments
SCM Garments Private Limited was started as an endeavour to meet the chanllenges of a
growing textile export market. In 1989, it began its journey in the textile industry in Tirupur.
Today with nearly two decades of experience, SCM Garments is well- Poised to cater to
international markets with the quality of its world-class garments.
SCM's vertically integrated infrastructure has been instrumental in talking the compnay to
global heights. The facilities include spinning, knitting, dyeing, compacting, printing,
embroidery, brushing, sueding, sewing, a contemporary Design Studio and diligent Business
Planning&Managementsystems.

SCM has always been known for the impeccable quality of its garments. Right from the raw
material to the finished product, quality control is stringently exercised. It has implemented
AQL 2.5 Level Quality Standards and developed a 4 point system to ensure every step of
manufacturing process passes rigorous norms. A government recognized star export house, it
has been conferred with ISO 9001: 2000, WRAP, Oeko TEX.

SCM Textile Spinners

As the Grop's exclusive spinning unit, SCM Textile Spinners (P) Ltd., was established in
2003 at Coimbatore. Initially aimed at manufacturing 100% combed cotton yarn, the
company is now gaining expertise in coned SIRO cleared cotton yarns for various Warp and
Hosiery applications. The range of products includes yarn developed from organic cotton.
From a contemporary blow-room and advanced machines for carding, combing and drawing,
to high-end cone Winding machinery and Autoconer, the infrastructure is equipped for
producing superior quality yarn. A proposed expansion plan of additional spindleage and an
OE Plant, SCM Spinners is well on its way to spinning success.....

SCM Energy Division

The alarming pollution level and the ever increasing demand for power have been the
propelling factors behind the setting up of SCM Energey Division Reinstating the Group's
commitment to the environment, 40 windmills have been installed to harness green power.
Besides meeting a major percentage of the electricity need, it is an effort that goes a long way
in sustaining the balance of our eco- system, which is very much the need of hour.

AATHAVA GARMENTS
Aathava Garments manufactures woven garments for the domestic and global markets. With
its competence in weaving, the company's vertically-integrated infrastructural facilities, hi-
tech machinery, skilled personnel and quality products are its hallmarks. A quality-centric
company, Aathava has adopted Total Quality Management (TQM) initiatives in its processes,
functioning & management and follows AQL 1.5 to 2.5 Level quality standards throughout
the production units. It is certified for ISO 9001:2000, OEKO TEX Class 1 & 2 and GOTS.

SCM Textile Processing Mills

SCM Textile Processing Mills has been established exclusively to handle state of the art
fabric processing. An eco- friendly entity, it complies with the Oeko-Tex 100 Standards. The
division is equipped with the advanced machinery from Germany. Sophisticated mecerising
machines, soft flow machines and bleaching systems facilitate smooth processing procedures.
With the best in class machinery, colour recipes, colour fasteners and the use of Azo-free
dyes, consistency in shades is achieved. A modern effluent Treatment Plant, Zero Discharge
Waster Water Recovery Plant and Reverse Osmosis Technology are the major highlights of
the unit.
Teemageprecastin

“Teemage Precast In” group company of The Chennai Silk and SCM Group
is starting its journey in the precast industry in 2011.its committed to take strides to become
industrial leader in the arena of fast changing precast technology system by embarking on
mode and sophisticated technology.

State-of-the-art European technology is employed in our factory for manufacturing of

prestressed and precast concrete products. The factory is situated in Kangeyam in 1,
00,000sq.ft.with the production capacity of 5500sq.ft buildup area per day. With
computerized batching plant, an in-house QC laboratory, a fleet of trailer and with
experienced personnel the company has the capacity to deliver quality products with shorter
delivery cycles.

We have build a reputation by constructing all over industrial and commercial building on
time at a best cost.

The industrialization of building implies the whole building process. The planning of
building must be adapted to the application of precast concrete components.Consequentially;
this means that the full range of the building system “Precast Reinforced Concrete
Components” should be utilized. Among other, the dimension of the elements, the formation
of details, the composition of the concrete and surface design have to be considered.
ORGANISATION CHART
SALES AND OPERATION PLANNING
Process innovation and change are intricate always due to the complexity involved in altering
the decisions, tasks, and skill sets of the people involved in the course of action. Sales and
Operations Planning (S&OP) is an integrated business process which enables the
organization to formalize and integrate the planning process, achieve focus, and co-ordination
among all managerial functions. Updated sales plan, production plan, inventory plan,
backlog, financial plan, and new product development plan are a part of S&OP. It helps the
management to understand the current position of the company, anticipate the future
consequences, and plan necessary actions accordingly.

This is a core business practice which is applied to conserve a margin and simultaneously
satisfy the market demand. In any business, a well established S&OP process is the mark of
excellence. A sales and operations plan is generally prepared on the basis on the Annual
Operations Plan (AOP) which is based on sales and supply. Accordingly, an S&OP plan is
solely to accomplish the AOP targets of the business. Each and every company does some
form of S&OP already.

S&OP to enhance Supply Chain Management:

Supply chain in an organization is under tremendous pressure due to its increasing

complexity, and supply chain volatility which makes it to face challenges that exceed those of
the past. These mounting pressures make the business face difficulties in achieving the
desired outcomes. Therefore, increasing number of organizations today, are opting for S&OP
to align their demand plans, and achieve desired performance results.
 There are many organizations that do not directly produce products. Instead they procure
products from various sources and offer them at a higher price, short lead time, and higher
delivery fidelity comparatively over other sources. Risk of obsolescence and overstock of
inventory are avoided for these companies. They are better beneficiaries of a robust S&OP
process. Through this process, the company is able to minimize or avoid inventory and cost
risks.

Benefits of the Process:

 Improved customer service
 Lower inventory
 Shorter lead time for delivery
 Minimized obsolescence
 Stability in production rates resulting in higher productivity
 Minimized premium freight costs

S&OP for Textile and Apparel Industries:

Textile and apparel industries deal with many variables such as seasonal demand, multi
channel demand, and drastic changes in fashion, styles, and colors. Apart from this the
economic complexities also influence the buying power of the consumers ultimately affecting
the apparel industries and their profit margins. So, good statistical tools are needed to review
the past performance of the industry, and forecast for the future possibilities.

This helps the apparel industry to perform sales, operational, financial, and supply chain
analytics, making it easy to identify to identify potential dilemma spots, foresee approaching
trends, and improve results. A recent research report reveals that with appropriate S&OP,
revenue can increase from 2% to 5%, and reduces inventories from 7% to 15% lesser. The
profitability of a new product launch can be up to 20%.

S&OP prospers on the collaboration and honest communication among organizational

players. Implementing the process enhances teamwork both at the executive level and
operations management.
STATISTICS (SALES TURN OVER)

Leading textile chain Chennai Silks, which has forayed into the jewellery business, is eyeing
to more than double its turnover to Rs 10,000 crore by 2014-15.

The Group's turnover covering all business stood at Rs 4,000 crore at the end of 2011-12
fiscal and is "eyeing a total turnover of Rs 10,000 crore by 2015 fiscal," K Manickam,
Managing Director of Sree Kumaran Thangamaaligai, a sister concern of Chennai Silks, said
after inaugurating the renovated and extended jewellery showroom here.

He said the company would open four new jewellery showrooms by April next year in
Madurai, Vellore, Udhagamandalam and Tuticorin.

Manickam said by that time the company was expecting its market share to go up to 35 per
cent from the present 18 per cent.

"Gold is the safest investment. Despite heavy competition, a lot of potential is there in this
business as the prices of gold will never depreciate," he said when asked about increasing
trend of popular textile chains venturing into jewellery business.
DATA ANALYSIS

INTRODUCTION

With the change is the technology, automation, type of material used, techniques used for

different type of clothes to be produced the “TEXTILE INDUSTRY”, which is the industry

that includes the manufacturing of the materials like yarn, fabric, and clothing is undergoing

rapid changes and significant growth.

THE CHENNAI SLIKS, a diversified group with its business reach in Textile and Apparel

sector besides segments like FMCG, Engineering, and Prophylactics in the world market, as a

brand has been delivering the world with quality products since past nine decades. Having an

established dominance in the Textiles, THE CHENNAI SLIKS is an aggressive player in the

ready to wear apparel segment with many renowned brands in its basket.

The industry is changing with a very fast pace that includes the Automation that occurred in

the sector and changed the way the production used to occur like by the inventions of the;

Cotton grin, Stream Engine, Waterwheel then Education and Training, Globalization and

many others that had formed the present modern textile industry. There comes the modern-

day technique like Business Intelligence, a business analytical tool that in a way provides a

solution to the textile manufacturers, distributors, and apparel retailers to obtain the required

information on the latest trends, fashion patents, and industry needs.

The textile industry is not new to the machine-to-machine communication technologies in the

production, quality, laboratory or whether it be the backend office applications. Real-time,

24/7 monitoring of the entire procedure for managing the production ensures the optimum

machine and labor productivity thereby the quality assurance is checked.

Utilization of the Big Data and Business Analytics systems contributes towards the

improvement of the industry in a way by the inclusion of the Predictive Analysis;

1. Demand and production forecasting

2. Monitoring and proactive management

3. Predictive maintenance

4. Supply chain optimization

5. Quality management

6. Claim and complaint management

Additional to this the Product development which is the core business of the textile

manufacturing company, they also need the innovation factor to provide the added value to

their consumers and gain the extra edge in the market.

 BENEFITS OF THE TRAINING

Training is a process of acquiring knowledge, skills, and attitude that are needed to fill the
gap between what people want to do, and what they are able to do now. In order to teach a
trainer how to train well, a learning by doing approach is best.

Cascade training is passing knowledge and skills to colleagues who work at different levels.
In order to teach a trainer how to train well, a learning by doing approach is best.

Why is Training Required?

 To enhance team building/leadership

 Enriches knowledge
 Impress the trainees
 Reduce negativity
 Problem solving
 Self esteem , gain confidence
 Goal setting.
 Motivation
 Emphasis on stress Management
 Enhance Supervisor skill
 Build internal capacity
 Expression capacity / values
 Relationship with floor level people
Making the Best Trainer

A good trainer should have thorough conception of the subject he/she is teaching.
Communication between the speaker and the audience should be very clear. He / She should
have knowledge of practical /industrial base/ down to the grass root. They should not be a
mute speaker just to say do this, do that but capable to guide the trainees. The trainer is called
a Guru and hence he should understand the type of shisya he/she is having and be able to
train them with zeal. Learn the training schedule with an honest intention that both trainees
and organization benefits

Trainers should establish a good relation with the students and for the same purpose; they
should be friendly with the trainees and not scold them. Rather, they should guide them in the
right direction. Any trainer needs immense patience to deal with the students as every person
has a different capacity of grasping what is being taught. To make students understand in
detail, the trainers should tell some stories, facts, incidences to make the matter more
realistic. The trainer must have the charming personalities which attract the trainees.
I. Introduction

In the contemporary business scenario, organizations need to have competitive advantage

above their arch rivals by building their strength in people and processes as these are no

longer a matter of trend rather of survival. Strategic and productive organizational

developmental changes are necessary for their sustenance in the longer run. Organizations,

thus, find innovative and creative means and ways to differentiate their products for greater

value and customer satisfaction. However, it is to be noted that the concept of innovation is

defined solely by the organization itself and their ability to innovate contributes depends

upon the inhouse competencies. Dostie (2018) stated that ability of an organization to

innovate depends upon its human capital. The data for the study collected from the Canadian

Workplace and employee survey indicated that organization sponsored trainings lead to more

product and process innovations. Sheehan, Garavan, & Carbery (2014) realized that the

relationship between Human Resource Development and Innovation has not been well

researched despite having significant recognition of innovation with organizational

competitiveness. Their findings established the positive contribution of HRD interventions

towards innovative activities of an organization. The authors indicated the positive influence

of HRD on Employee Engagement, Motivation, Leadership, learning culture etc that are

associated with innovation. The authors emphasized the analysis of the relationship between

HRD and innovation in the context of an organization's culture and its leadership capabilities.

II. Employee development through appropriate Training Interventions Business entities can
take immense benefit from creativity and innovations through appropriate training

interventions to provide best quality goods and services to their customers accumulating

higher financial returns. The innovative abilities of any organization are enhanced by

developing the skills and abilities of its human resource through continuous learning and

development culture imparted through strategic training. Børing (2017) stated employee

training as a stimulating agent for creative ideas to enhance innovation in an organization.

The author was able to ascertain the positive correlation between employee training and
organization's innovative activities. The author, however, stated that the relationship between
training and innovation strategies is arguable as it works in combination with other human

resource practices. Hameed & Waheed (2011) explained through his model the relationship

between employee development variables including learning, skill development etc and their

performance. Their paper presented the importance of the activities that led to employee

development and human capital investment and the challenges faced. According to Sirisetti

(2011) human resources of the organizations need to be involved in the reform process and

continuously equipped with appropriate skills. The practices facilitate in building their

leadership competencies to enable them to meet challenges and opportunities of the 21st

century. Evans, Bichanga Orina; S.B.Akash; Oyagi (2012) opined that training and

development are the only reliable source of competitive advantage in a fierce, competitive

global market. Alasadi & Sabbagh (2015) did a study on "Role of Training in small Business

Performance” and concluded that the small business owners should understand that

investment in management T&D would help their firms for the changes that are necessary for

expansion and growth in an organization. Kulkarni (2012) viewed that “Training” helped to

make the functioning smooth, increased the quality of work life of employees and contributed

to the development of an organization. He opined that required advancements in an

organization can be achieved through “Development” which is a continuous process whereas

training has specific goals. Thaler, Spraul, Helmig, & Franzke (2017) studied the extent of

enhancement of employees ‟public service motivation through employee training. “Their

findings indicated a significant effect of satisfaction with employee training on competence

gains and a mediating effect of public interest.” Salas & Cannon-Bowers (2001) mentioned in
their chapter on “The Science of Training: A Decade of Progress” that looking at the trends,

training professionals would be forced to understand the science of training to optimize its

outcomes and its evaluation. The authors believe in the commencement of a new era where

the realization of the reciprocal relationship between training research and practice would

happen. The results of the findings by Ameeq, Ameeeq-ul; Hanif (2013); Falola, Osibanjo, &
Ojo, (2014) indicated that T&D affect the performance of employees and effectiveness of an

organization. The implication of their findings is that organizations should make efforts to
enhance the employees‟ skills and knowledge through required training interventions at the
right time. Macpherson & Jayawarna (2007) suggested the appropriateness of formal training

for small and medium enterprises. They further stated the requirement of formal training with

respect to size, market, products, and organizational structures. The authors specified the

challenge of understanding respective organizational structures and appropriate training

interventions and asserted the need of understating the respective firms. Chatzimouratidis and

Lagoudis (2012) focussed on the evaluation of the most popular Human Resource T&D

methods and the techniques available today. The primary data through questionnaires was

taken from different sectors and industries in Greece. As per the study, training methods like

Vestibule training/simulators and „mentorship' are among the first priorities. Web-based

learning and on the Job learning are good alternatives for cutting down the costs. The authors

stated that the finalization of T&D methods depends on many factors such as the absence of

certain required resources, trainers and participants personality, the ongoing competition and

the operational area of a company. Training helps in achieving the formulated objectives of

the organizations and appropriate training methods need to be adopted to make the training

effective in the long run. The study presented in this paper establishes the appropriate

methods and techniques of training for select Textile and Apparel industries in the state of

Punjab, India.
III. Competitive advantage through trainings in Indian Textile and Garment Industry Porter

(1990) stated in his paper that high intensity competition at domestic level helps in breeding

international success. The author mentioned cost-oriented company strategies and structures

as the key factors for enhancing domestic competitive conditions. He emphasized the need to

prioritize the indigenous resources to face economic challenges. The author recognized the

need of innovation and advised to foresee the needs, environment forces and trends in

advance for sustained competitive advantage. Considering the understanding of the domestic

level market to reach at global levels, textile and apparel industry of India has a huge role to

play in the Indian economy being major foreign exchange earner and largest employer after

agriculture in India. Devaraja (2011) stated Textile and Garment Industry to be the biggest

and one of the oldest manufacturing sectors. He also mentioned that Indian Textile Industry

has grown more post the Liberalization of trade and economic policies initiated by the

government in the 1990s. India‟s Textiles and Clothing industry contributes majorly to the

Indian export revenues. The textile industry generates 14% of industrial production, which is

4% of GDP; and 11% of the country‟s export earnings, employs more than 45 million people

having a share of nearly 12% of the country‟s total exports. Textiles sector is second only to

agriculture for providing employment to people in India. The textile and apparel market is

estimated at USD 118 billion, 69% of which is domestic and 31% exports. The overall

domestic market of India is at USD 81 billion in 2016 as per the analysis by Wazir advisors.

Although the Indian Textile industry is strong enough to sustain its own manufacturing

competence, but certain critical factors need to be addressed, one of them being need of
innovation and human resource capabilities. The global market demand is continuously

evolving as the customers are looking for innovative products for their better performance

and quality. Textile products are becoming more functional and aesthetic in their appeal

because of changing perceptions of customers to acquire valued added products. Countries

like Japan, Korea and Taiwan have focussed on developing innovative products, however,
Indian industry needs to structural changes to raise itself from basic products. The need of the

hour is to increase focus on research and development, innovative methods and talented
human resources. The knowledge paper by Ficci and Wazir advisors (2017) stated that
despite having younger workforce, the availability of skilled workforce is a huge challenge

for Indian textile industry. The current skill levels in textile sector are insufficient for

maximum productivity and efficiency. The talent shortage is this sector, thus, needs to be

addressed by recruiting right people and training them further for continuous development of

their skill levels. The businesses also need to bring about structural changes in their working

environment to retain such talent in their organizations. The need of the hour for the sector is

to focus on continuous skill development as key for improvement and consider high

performance training for greater employee involvement. The industry generates jobs not only

in its own sector but also for other ancillary sectors. Indian garment Industry is facing a

considerable change in aims, objectives, and parameters of growth because of globalization

leading to corporate mergers and acquisition phases of smaller companies. Though there are

automation and computerization, apparel manufacturing firms are still labour oriented and

labour turnover is also quite high. In such organizations, it becomes necessary to have a good

structure to train and develop the workforce for the efficient functioning of the organization

as it helps in achieving the goals and objectives of individuals and organization. Periodic

studies would give an insight into the state of matters thereby providing an opportunity to

improve. Although earlier studies on this subject have already been made, there is still a large

and wide scope of scientific study over the HR T&D policies and practices in the Apparel

Industry. The purpose of the study is to find out the current policies /practices of HR T&D

practices followed in the Apparel industry and devise their evaluation and efficiency

measures. There is an immense scope in the Apparel Industry for this field.
IV Objectives i) To explore the significance of training in the select Textile and Apparel

organizations ii) To study various methods and techniques of imparting Training in these

organizations V. Research Methodology The given study is descriptive in nature utilizing

primary as well as secondary data. Primary data has been collected by field visits to the

respective companies carrying out trainings in their organizations. The secondary data has

been taken from scholarly journals, annual reports, previous studies, reports, books etc. The

field survey was done in the Textile and Apparel organizations situated in the state of Punjab.

A total of 214 respondents of 33 Industries belonging to different managerial levels took part

in this survey. A well-structured questionnaire based on five-point Likert scale was used as a

research tool to conduct this study. The data collected was analysed by the usage of SPSS
package and inferences were made based on descriptive and Inferential statistics. VI.

Findings and Discussion Appropriate training methods help in improving the productivity of

an organization and enhance the costeffectiveness of the training programs in an

organization. They help the employees to equip themselves for new skills so that they can

increase their productivity that is beneficial to organizations in the long run. Despite so much
of technological advancement and lot of methods devised in recent times to impart training in
the most effective manner, the most dependable are still the traditional methods as indicated

by the results of the study.

The results indicated that most of the middle-level managers were agreeing that employees

undergo more on the job trainings rather than classroom trainings. On the job trainings (OJT)

help the trainees to learn through observation and at the actual workstation implying not

much analysis is required to understand a job. OJTs are economical in nature as they avoid

any kind of training needs and arranging any extra spaces. Immediate productivity and quick

learning are other advantages of making the OJTs effective for the learners in apparel

industry. The results of the study are supported by Riding & Mortimer (2000) who

investigated on the job training and its effectiveness and observed that these trainings

provided an exciting challenge to professional trainers, however, they needed a secure

foundation and an understanding of principles of learning and instruction. The results

indicated that most of the middle-level managers were agreeing that employees undergo more

on the job trainings rather than classroom trainings. On the job trainings (OJT) help the

trainees to learn through observation and at the actual workstation implying not much
analysis is required to understand a job. OJTs are economical in nature as they avoid any kind
of training needs and arranging any extra spaces. Immediate productivity and quick learning

are other advantages of making the OJTs effective for the learners in apparel industry. The

results of the study are supported by Riding & Mortimer (2000) who investigated on the job

training and its effectiveness and observed that these trainings provided an exciting challenge

to professional trainers, however, they needed a secure foundation and an understanding of

principles of learning and instruction.

Table 1.2 indicates the mean values observed for three categories of management levels for

the observation of employees undergo more on the job trainings rather than classroom based

trainings. The scores were found to be the highest for Junior Managers (M=3.92, SD= 1.119);

and least for Senior Managers (M=3.04, SD= 1.248). Higher SD in case of Senior Managers

indicates more deviation in their responses as compared to that of Middle and Junior Level

Managers. A One-way Anova indicated the mean differences between the responses of three

management levels for employees undergoing more on the job trainings rather than classroom

based Trainings. The results are listed as below;

Table 1.3 indicates the mean differences between the three categories as p-value less than

0.05 validated the results. An analysis of variance showed that the Employees undergo more

On the Job Trainings rather than Class room based Trainings was significant, F (2,211) =

7.938, p < .05.

 CONCLUSION

`From this study it was identified that The Chennai Silks is been able to satisfy consumer
wants and needs. The advertising are playing a major role in providing a good support to The
Chennai
Silks. From the purchase frequency it is clear that the sales has been boosted up by the fair
contribution of different variants. The Chennai Silks has been successful in knowing the
customer's
demand and availing the products to suit the various customer groups.
The various factors which are influencing the customer satisfaction are considerably showing
good results. The results show the acceptance of specifically designee structure and products
by consumer group.